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Spring Break Fever: Prepping Frontline Hospitality Workers for Travel Chaos

By Carol Leaman Co-founder & CEO, Axonify | April 2025

Time off from school, warmer weather and a flurry of travel discounts drive millions of Americans to book vacations during spring break. And this year, changing vacation habits could see even more people booking getaways during this ideal travel time. Experts predict springtime travel is growing more popular as Americans begin to favor vacations in the months outside the busy summer season while also trying to prolong their trips.

This is good news for the hospitality and tourism industries. However, an even greater influx of guests during spring break will inevitably add to the stress and pressure that frontline hotel workers already feel during this peak travel season. And while hotels know to expect the spring break rush, travel and accommodation patterns—as well as guest behaviors—can shift from year to year.

Hotels and their frontline workers must be prepared to manage evolving guest travel habits and expectations. And with the busy spring break period just weeks away, it’s a critical time to evaluate key tactics and opportunities to ensure an enjoyable season for everyone.

Address Staffing Needs to Reduce Worker Burnout

More guests arriving during spring break create bigger workloads for frontline hospitality staff. And if the right support systems aren’t in place for these workers, they can easily become overwhelmed and experience burnout on the job. This can create myriad problems for hotels, like reduced morale, poor employee performance, a diminished experience for guests and increased talent turnover.

For some perspective, a recent survey from Axonify found that nearly half of frontline hospitality managers in the U.S. said they’re experiencing burnout from the demands of their jobs. Additionally, about two-thirds (64%) of managers said workers have left their roles because of burnout. Top factors contributing to burnout included high stress levels, understaffing, long working hours and guest volatility or escalations. But managers also said they’re noticing that guests are leaving lower tips on average, which understandably exacerbates workers’ frustration.

The American Hotel and Lodging Association found that most (76%) hotels are experiencing staffing shortages, making it more difficult to adjust schedules to accommodate busy periods like spring break. By taking time to ensure there are enough workers to handle the spring break rush without being overloaded, hotels stand a better chance of avoiding worker burnout and the related challenges that can come with it.

Hotel managers should hold staff meetings to transparently communicate scheduling needs and plans. They should hire seasonal workers when necessary to help meet demand during the spring break season. And they should take time to adequately address workers’ pain points and knowledge gaps before the rush.

Managers should also keep in mind that employees don’t only want to be supported to stave off overwhelm—they also want to be empowered to make an impact in their jobs. When frontline hospitality workers were asked what made them feel like they had a good day at work, Axonify found that two-thirds said “getting all tasks done.” About half said “helping a customer or guest solve a problem.” Only 40% said “making good money.”

When frontline workers are equipped to succeed, the experience is better for both them and their guests, especially during busy times.

Provide Continuous Training to Keep Staff Prepared for A Wide Range of Scenarios

Ask most frontline hospitality employees when they last received training, and the odds are good they’ll say it was during their onboarding. However, training employees only once after they’re hired creates challenges in the long term. Not only have they likely forgotten what they learned—thanks to the forgetting curve—but the training they received may also be outdated or irrelevant to the work they do or the interactions they have with guests today.

Case in point: About 4 in 10 frontline hospitality managers say they and their staff frequently encounter situations on the job that they feel unprepared to handle or are inadequately trained to navigate. Also, about 2 in 10 managers say their company’s training programs don’t help their employees stay engaged and motivated in their roles or within their company.

Hotels need to make training a continuous activity to keep frontline hospitality workers prepared not only for the bustle of spring break travel but for all the busy seasons that lie ahead. That training should also help employees develop in-demand skills and prepare them for the scenarios that they’re most likely to encounter.

This requires a deliberate balance of finding the time for associate training and being available to meet guests’ needs. Because of this, training should be provided in a format that accommodates the realities of frontline hospitality work. Rather than making workers sit through lengthy lessons or complete learning modules during sit-down sessions, hotels can provide digital, on-demand training that workers can complete when it’s most convenient for them over the course of their shifts.

Increase Safety Training and Security Measures for Larger Crowds

More guests bring more business to hotels, but they can also bring more concerns about safety and security risks for both guests and staff.

Spring break in particular is notorious for attracting large groups of party-minded guests, which can lead to poor guest behavior. In fact, spring break-related crime has led to some cities introducing new regulations to guard against disorderly spring breakers.

Hotels shouldn’t have to bar spring break crowds altogether but they do need to be prepared for them. For instance, hotel staff who interact with inconsiderate or raucous guests during spring break will need to know how to de-escalate conflicts and increase security precautions when warranted.

There are also more serious issues like theft, security breaches and human trafficking that are at a larger risk of going unnoticed during busy times. Axonify’s survey on human trafficking in the hospitality industry found that more than 6 in 10 frontline hospitality managers weren’t training their staff to spot human trafficking. What’s more, nearly one-third said they believe their staff would be incapable of successfully spotting an instance of human trafficking.

Plus, consider that nearly half (48%) of frontline hospitality managers admitted that within the last year, they had to either ask a guest to leave or ban them from returning because they treated staff badly. With this in mind, while hotels take reasonable steps to ensure that their guests are kept safe, it’s not something they can always guarantee. That’s why all frontline workers need to have in-depth safety training. This can help them recognize and be prepared to respond to a wide range of scenarios, from identifying theft and detecting the often subtle signs of human trafficking to helping keep large crowds safe and de-escalating conflict with guests who may be angry or experiencing heightened emotions.

Hotels can provide training for safety-related issues to frontline workers in several ways. For example, they can offer training in short bursts throughout the day. This can improve the likelihood that learnings stick with employees and allow training to be done at the most convenient times during their shift.

Simulation training can allow workers to step into uneasy situations without actually putting themselves at risk. It can also give employees hands-on experience so they can learn how to handle dynamic situations like complex customer requests and demands that aren’t part of their daily jobs.

Be Proactive in Addressing Workers’ Mental Well-Being

Even when hospitality managers have strong plans in place for training, scheduling and staffing, they can’t eliminate all the stresses of frontline workers’ jobs—especially during busy times. Interactions with guests who have an array of requests, problems and emotions are constants but during peak seasons, this can negatively impact their mental health.

More than half of frontline managers surveyed said their company doesn’t offer workers training to address their mental health and well-being, which means they aren’t equipped to address these challenges when they arise.

Hotels should revise and refine their training efforts to help frontline workers be better prepared for the demands of their jobs, especially in busy seasons. Hotels should also consider offering mental well-being support, through various initiatives, programs, tools or groups, that give workers opportunities to express the frustrations, anxieties and challenges they’re facing in a safe place.

Improving communication practices within a workforce can also help frontline workers feel more comfortable and empowered to take part in self-care and well-being conversations. Ideally, wellness is embedded into a company’s culture, from leaders who encourage workers to take care of themselves to the regular promotion of wellbeing initiatives.

Creating A Positive Experience for All This Spring Break

For many, spring break is the perfect time to plan a warm-weather getaway with family and friends. And while vacationers are visiting the latest hotspots, hotels need to ensure they’re delivering an experience that meets guests’ needs despite increased crowds, duties and stress. But to do this, they first need to meet the needs of their workforce.

By anticipating staffing needs, offering frontline workers continuous training and making sure guests feel safe and secure during their stay, hotels can be well-prepared to handle the rush of seasonal travelers who are already booking their trips and ready to pack their bags.

Ms. Leaman

Carol Leaman (BA, MAcc, FCPA) is an award-winning thought leader with a track record of successfully leading technology companies. Not only is she a disruptor in the corporate learning space, but since 2011, Ms. Leaman has served as the CEO of Axonify, the learning and enablement solution used by more than 250 global companies across 160+ countries to help frontlines learn, connect and get things done-in the flow of work-and drive the results that matter. Prior to Axonify, she was the CEO of PostRank Inc., a social engagement analytics platform she sold to Google in 2011. She was also the CEO of other notable technology firms, including RSS Solutions and Fakespace Systems. Ms. Leaman is a celebrated entrepreneur and trailblazer who has received several awards for her meaningful work (including the Sarah Kirke Award for Canada's Leading Female Hi-Tech Entrepreneur in 2010, the Waterloo Region Entrepreneur Hall of Fame Intrepid Award in 2011 and the Profit500 Award for Canada's Leading Female Entrepreneur 2017). Her articles have appeared in numerous learning, business and technology publications. Additionally, she sits on the boards of many organizations and advises a variety of Canadian high-tech firms (including Chaordix Inc., Nanolumens Inc. and the UW Stratford Advisory Council).

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13. PRIVACY POLICY

The following is the Privacy Policy for HotelExecutive

We can be reached via telephone, email, or online at our contact page. When you visit our site we do not log any information regarding your domain or email address. Information Sharing: We do not share user information with any third parties other than via press release distribution as described below.

Hotel Newswire is a newswire service that distributes press releases on behalf of our users. If you decide to submit a press release for distribution through our system we will transmit your entire press release including any personal information therein contained to our media contacts and online distribution points including search engines. This is the only redistribution of your information that we engage in. Your submission of press releases through our system indicates consent with this policy. The information we collect during your registration process is used to notify users about updates to our service and inform users of any special events hosted by Hotel Newswire. This information is not shared with other organizations for commercial or non-commercial purposes.

Cookies: Our system requires the use of cookies to enable the user to log back into our website to access information from the newswire, without having to log in each time using the required username and password.

If you do not want to receive email from us in the future, please let us know by following instructions included in our communication with you. Users who supply us with telephone numbers online may receive telephone contact from us regarding their account, or informing them of new products and services available on the HotelExecutive website. If you do not wish to receive such telephone calls, please edit your account and remove your phone number from your account profile. This can be done from your user account menu.

Ad Servers: We do not partner with or have any relationship with any ad server companies. From time to time, we may use customer information for new uses not previously disclosed in our privacy notice. If our information practices change at any time, we will post the policy changes to our website to notify you of these changes and provide you with the ability to opt out of these new uses. If you are concerned about how your information is used, you should check back at our website periodically.

Upon request we provide site visitors with access to all information (including proprietary information) that we maintain about them. Users can access this information by logging in to their account.

Security: We always use industry-standard encryption technologies while transferring and receiving user data exchanged with our site. We have appropriate security measures in place in our physical facilities to protect against the loss, misuse, or alteration of information that we have collected from you on our site. We do not store credit card information in our systems.

If you feel that this site is not following its stated information policy, you may contact us.